Tuesday, 14 July 2020

Are we too focused on leadership?

There are a lot of good lists out there about the differences between management and leadership

For example...

9 Differences Between Being A Leader And A Manager

1. Leaders create a vision, managers create goals.
2. Leaders are change agents, managers maintain the status quo.
3. Leaders are unique, managers copy.
4. Leaders take risks, managers control risk .
5. Leaders are in it for the long haul, managers think short-term.
6. Leaders grow personally, managers rely on existing, proven skills.
7. Leaders build relationships, managers build systems and processes.
8. Leaders coach, managers direct.
9. Leaders create fans, managers have employees.


However I wonder if we are too focused on leadership? Among my family and friends we do not feel the need to elect a leader. We do not feel we need to follow someone but instead we collaborate, communicate and cooperate. Indeed this is how tribes work, and the concept of a village working together for the benefit of all.

Leadership and management is an interesting concept that we accept in work and in politics, but it does not really serve us as well as just getting along together. We often get disappointed and elect a new one. Or in some cases find ourselves subjugated by them and the power (wages, work, reputation, training, housing, food etc.) that they command.

Them and Us is about this division, whereas without it there is only Us. It is not that I disagree with leadership qualities, I just think we should all have them, and share them.

As a result of the book Humankind [by Rutger Bregman] I have discovered Jos de Blok and his model anchored on the self-management capacity.

Useful link about Jos de Blok https://www.youtube.com/watch?v=BeOrNjwHw58

FAVI, led by its former Director Jean-Fran├žois Zobrist, developed in the 80’s a customer focused organization where the structure fades to assure full listening of the autonomous and responsible teams. An unusual management that promotes a constant search for customer love, trust in human being and innovation.


You may also have heard of Valve. Imagine a company where everyone is equal and managers don't exist. A place where employees sit where they want, choose what to work on and decide each other's pay. Then, once a year, everyone goes on holiday together. You have just imagined Valve.

Useful link about Valve: https://www.bbc.co.uk/news/technology-24205497

It is well known that money does not motivate and indeed may de-motivate if it makes noble effort or charitable support cheap and grubby.


For my own part I started as a waterfall PRINCE2 project guy commanding people, process and technology. I am now much more in favour of Scrum Agile approach which is more bottom-up collaborative and favour an ask better questions approach [Humble Inquiry: The Gentle Art of Asking Instead of Telling by Edgar H. Schein].

I would be interested to hear from anyone who has worked in these types of organisation.


TimHJRogers
Helping people and organisations get things done

Adapt Consulting Company
Consult CoCreate Deliver
@AdaptCCompany +447797762051

Sunday, 12 July 2020

How Has Lockdown Changed Your Leadership Style?


I read this...

Overall, there is probably still a high sensitivity for some leaders who are looking for evidence or reasons to distrust, rather than trusting in the new ways of working. I have always focused on the analytical aspects of management and leadership, for example, working towards hitting a number, and focusing on growth... but... it is not all about focusing on the end results and forced me to change my style

https://www.forbes.com/sites/alisoncoleman/2020/07/11/how-has-lockdown-changed-your-leadership-style/#11abb3eff10e

I have been reading this...

Humankind: A Hopeful History Humankind: A Hopeful History Originally published: September 13, 2019 Author: Rutger Bregman
 
What is fascinating about Rutger Bregman's book is the idea that 'leadership' is both new (in the last 5% of human history) and a dysfunctional result of property, ownership, and civilisation that simply did not exist when Homo Sapiens were nomads and equal. The unfair society is actually a result of.... society! 

I cannot recommend the book enough and whether you agree with the statement above or not, the book is worth a read. If you are interested in teams, team performance and concepts like scrum which is about facilitation rather than control then you will find this book interesting.

If you have a different perspective or experience please comment below. If you are interested in teams, team performance and culture get in touch.
 
TimHJRogers
Helping people and organisations get things done

Adapt Consulting Company
Consult CoCreate Deliver
@AdaptCCompany +447797762051

Tuesday, 2 June 2020

A NEW SCORE CARD FOR PEOPLE AND PURPOSE

Apparently more tha 50% of people doubt they will stick with their current employer beyond 1 year. A number may have lost their job, but a fair few are probably re-thinking their role, purpose and satisfaction with life and perhaps their current employer.

For many a short break from work suggests that we will simply return to the old ways of working just as easily as we do after a holiday or the novelty of a New Year's Resolution wears off. But for some at 10 weeks many will be finding new routines become habit and some of them have benefits people will be reluctant to give up.

I doubt people miss congestion of a population driving to school or work like cattle being herded from one pen to another. There may be a sense of tribal community perhaps at 5pm on a Friday, but overall I suspect the freedom to arrange your day is quite appealing for many.

For businesses the loss of visibility on team activity will be interesting. How will bosses cope with not seeing the busy ants outside their office? Will they be content that out there, somewhere unseen, someone is doing something great without being distracted or micro-managed.

Will we switch from paying for people's attendance and attention to actually value their potential, production and contribution.

It is much easier said than done. It requires a new style of Coaching Leadership and a new style of "employment". Perhaps instead of measuring tasks, production and profit we encourage people, performance and outcome.

John Adair talked about the alignment of organisation, person and task. Perhaps now we need to think about the alignment of self, family, community and organisation? Perhaps Ikigai hints at what should be the SMART Goals of organisations

I read a lot and am currently reading In the Plex: How Google Thinks, Works, and Shapes Our Lives

I an impressed by the impact of Montessori education on the founders and wonder if we can take this an apply it in the work-place. Without doubt there are a lot of things that we can learn from Google, and perhaps a few we should avoid, but I do believe there is a need to better benefit from the talent of people.

In a previous article I wrote that I think we would benefit from our leaders becoming more like tribal elders, there to share knowledge and encourage others to collaborate rather than to guide or direct.

How we engage, encourage, reward and measure people is key. Maybe now is a good time to think about a new score-card for our people and purpose.



AUTHOR

TimHJRogers
Helping people and organisations get things done
https://www.linkedin.com/in/timhjrogers/
http://www.adaptconsultingcompany.com/

Adapt Consulting Company
Consult CoCreate Deliver
@AdaptCCompany +447797762051
#lean #projects #change #prince2 #processes #pmo

USEFUL LINKS

Coaching Leadership
https://intenseminimalism.com/2015/the-six-styles-of-leadership/

Humble Consulting: How to Provide Real Help Faster
https://www.amazon.com/Humble-Consulting-Provide-Real-Faster/dp/1626567204

Supercoach: 10th Anniversary Edition: 10 Secrets to Transform Anyone's Life
https://www.goodreads.com/book/show/7879981-supercoach

Ikigai
https://en.wikipedia.org/wiki/Ikigai

Montessori education
https://en.wikipedia.org/wiki/Montessori_education

Famous People Educated at Montessori schools
http://www.dailymontessori.com/montessori-questions-answers/famous-montessori-educated-people/

John Adair
https://www.businessballs.com/leadership-models/action-centred-leadership-john-adair/

In the Plex: How Google Thinks, Works, and Shapes Our Lives
https://books.google.je/books/about/In_the_Plex.html?id=V1u1f8sv3k8C&redir_esc=y

Leaders becoming more like tribal elders
http://timhjrogers.blogspot.com/2020/05/leaders-should-become-elders-to.html

Sunday, 31 May 2020

LEADERS SHOULD BECOME ELDERS - TO FACILITATE RATHER THAN DIRECT


This is a great article... In A Post-COVID World The Manager Is The Weak Link
https://paulitaylor.com/2020/05/27/in-a-post-covid-world-the-manager-is-the-weak-link/

The key factors for me are when the number of remote workers climbs past 50% fundamental changes to the nature of work become necessary and I suspect (I hope) people will increasingly be paid for what they achieve rather than their attendance at an office.

Unlike the author who feels we should be ‘Ending Our Obsession With Leadership’ I think leadership is still important, but it is a different kind of community leadership that brings diverse people (in remote locations) to a task rather than the employer-employee relationship that exists when you sit outside the bosses office.

This shift is already happening in Projects where instead of a Project Manager directing tasks for a project with clear time, budget, people and deliverables we have Scrum Managers supporting teams to identify and deliver products that add value in an environment of uncertainty and change.

I think we would benefit from our leaders becoming more like tribal elders, there to share knowledge and encourage others to collaborate rather than to guide or direct.

OTHER SIMILAR POSTS

Ending Our Obsession With Leadership
https://paulitaylor.com/2020/01/03/ending-our-obsession-with-leadership/

Does a successful tribe need management? Or is it better without?
https://projectspeoplechange.blogspot.com/2015/08/does-successful-tribe-need-management.html

6 Questions to determine successful leadership
https://adaptconsultingcompany.blogspot.com/2018/02/6-questions-to-determine-successful.html

If you are interested in facilitating change, get in touch.

TimHJRogers
AdaptConsultingCompany com
Mob 447797762051
Twitter @Timhjrogers

Sunday, 17 May 2020

CASE STUDY: PROCESS MAPPING AND KNOWLEDGE MANAGEMENT

What we do… we can also do for you

CASE STUDY
We are working with a technology business to review, improve and document their key processes.

ACTIVITY
Taking a coach-facilitator approach we had a series of meetings to document process and the create an interactive tool which allowed them to ‘click’ on a process map and access further documentation including service and training records.

OUTCOME
The key outcomes included better coordination and understanding within the team and a clear, consistent and communicated approach for key processes.

BENEFITS
The key benefits include improved morale within the team (everyone knows what they are doing) and better appreciation of the procedure by customers/clients (confidence that the process will deliver the result).

CASE STUDY: SERVICE DELIVERY STRATEGY

What we do… we can also do for you

CASE STUDY
We are working with a commercial business to discuss, define, document and communicate their service delivery strategy. They are a large business providing standard (desktop) and specialist (bespoke App) services to different areas of the business.

ACTIVITY
Working with our Sponsor and identified stakeholders we noted all business activities and their critical systems, as well as service, support and training needs. We then facilitated a discussion on priority levels, service standards and knowledge management necessary to meet the needs of the business.

OUTCOME
The key outcomes include clarity on roles, goals, reporting and controls as well as a roadmap and budget for systems maintenance, support and renewal.

BENEFITS
The key benefits include improved service delivery through improved prioritisation and allocation of resources, as well as better supplier and contract management. The overall benefits for the organization include faster, cheaper or better products and services for customers.

CASE STUDY: BUSINESS DASHBOARD

What we do… we can also do for you

CASE STUDY
We are working with a commercial business to create a performance dashboard of their key activities.

ACTIVITY
Working with our Sponsor and identified stakeholders we have identified service expectations (needs) and key performance indicators (measures) and set-up the reporting tools (database) and habits (logging information) to be able to produce daily, weekly, monthly and quarterly reports for the team, department and business.

OUTCOME
The key outcomes include better alignment of resources to key priorities for the business and an improved understanding of workload and issues. Timely reporting accelerated action greatly helps the kaizen process of continuous improvement.

BENEFITS
The overall benefits include consensus on priorities and an improved collaborative focus on team outcomes rather than individual inputs.

CASE STUDY: CONSULTATION PROJECT

CASE STUDY: CONSULTATION  PROJECT

“The Farm Jersey consultation with the Jersey Royal Industry has really highlighted a number of challenging issues, but it has also identified a significant number of possibilities and opportunities, many of which cost nothing. We greatly welcome this initiative and look forward to contributing to more like this in 2020.”

Tim Ward, Sales & Distribution Director, Albert Bartlett

Working with a broad range of stakeholders, Tim Rogers of Solitaire Consulting worked with Farm Jersey and the Rural Economic Advisor to run a series of interviews and workshops. These brought together a diverse group with a common passion to secure a future for the Industry. The outputs included interview notes, a review, report and recommendations combining no-cost “quick-wins” and longer-term initiatives and programmes.

The work was well received by the industry who both embraced the opportunity and provided positive feedback about the process.


CASE STUDY: SET-UP OF PROGRAMME MANAGEMENT OFFICE FOR THE CHANNEL ISLANDS CO-OPERATIVE SOCIETY

CASE STUDY: SET-UP OF PROGRAMME MANAGEMENT OFFICE FOR THE CHANNEL ISLANDS CO-OPERATIVE SOCIETY

PROJECT
The Channel Islands Cooperative Society (CICS) operates grocery stores in Jersey and Guernsey as well as fuel forecourts, pharmacies, funeral services and travel agencies.  CICS engaged Adapt Consulting (Tim Rogers) to work with the Strategy Manager to design and deliver a new Programme Management Office function to support the delivery of change across the business.

OUTCOME
The new Programme Management Office provides support with strategy development, business planning, project delivery, training for project teams and improved project governance and reporting.  Tim Rogers also provided practical support to project managers, including guidance on tenders, procurement, contracts and supplier management to help them deliver their projects.

BENEFITS
The significant benefit for CICS has been the development of improved project management skills and enhanced project governance.

TESTIMONY
Tim's style, manner and pragmatic approach has been very valuable.  He has helped us to implement simple, yet robust project management processes and governance. His commercial knowledge combined with PRINCE2, Scrum, and Agile has been useful to create an approach which works for our business.  His contribution will have a positive and lasting effect on the way we work as a team.

CASE STUDY: STRATEGY AND BUSINESS PLANNING

TASK: Translate the strategy into defined projects and change with monitoring to ensure delivery on-time, on-budget, to-specification.

ROLE:Project Manager/Consultant

ISSUES:The organisation was going through significant and rapid change which was not always scheduled, prioritised or co-ordinated. This had implications for time, cost, quality and resources with consequential impact on culture and morale.

ACTION:Met with management and leadership to discuss the merits of project and programme management and the pros and cons of having a PMO (programme management office) to log, manage, control, and report on initiatives across the business so as to offer transparency and clarity and aid the leadership in planning strategy and execution through projects. Created a project management handbook, plus guide and templates. Created a programme management handbook, plus guide and templates. Created a technology solution for managing and reporting on projects.

OUTCOME:Technology solution was a simple table of projects, resources, budgets and progress that was reported monthly via an intranet thereby offering a dashboard of business activity. The project management handbook, plus guide and templates and programme management handbook were essential to ISO & SOC accreditation and an important part of gaining control over projects & change for internal (for the organisation) and external (for their clients) projects

CASE STUDY: BUSINESS TRANSFORMATION

TASK: To join Jersey Harbours and Jersey Airport into a combined organisation and incorporate so that it is an arm’s length business separate from the States of Jersey Government.ROLE:Project Manager/Consultant

ISSUES:Jersey Harbours and Jersey Airport were two separate organisations with obvious opportunities to combine and share resources. Furthermore as public sector organisations they lacked access to capital funding (alwaysa lower priority to schools, hospitals and police) and ability to realise commercial opportunities. It was recognised, but my no means wholly agreed, that there was merit in allowing the organisation to become commercial and ostensibly self-funding or indeed a net contributor to tax revenues.

ACTION:KEY ELEMENTS [1] Understand Strategy, Aims and Objectives, including past history, culture and States’ Report and Proposition [2] Set-up & manage project governance structure, Roles, Goals, Controls, Timetable and Budgets [3] Set-up & manage project reporting structure, Work-Stream Managers, Project Board, Incorporation Steering Group, Political Oversight Group [4] Set-up & manage Project Plan outlining Deliverables, Tasks, Owners, Funding [5] Set-up & manage work-streams: Property; Finance; IT Systems; People; Legislative and Regulatory Changes; Communications and Engagement [6] Set-up & manage Stakeholder and Communications Plan. List key people, issues and topics. Plan for timing, topics and methods of engagement.

OUTCOME:Delivery on time in 34 months against 36 month timetable. Delivery on budget in £1.67m against £1.78m budget. CEO Awarded IoD Director of the Year 2016 on the basis of this transformation project.

TESTIMONY:

Chief Officer, Economic Development to Scrutiny Panel Sept 2013

Those 9 work streams are working alongside each other, but it is being worked under a signal project management structure and the incorporation project board meets once a month at least to review how all of that progress is doing and how it is all knitting together because there are dependencies that flow through those projects. So this has been managed as close to a big project, project management discipline as I have ever seen here. It has been ... this is what I would call a proper job in terms of project management. I think it will set a standard for the management to do some of the more complex projects right across Government. There are people at the top of it that are doing it who have pure project management expertise. It does not matter for them whether they are project managing building an incinerator, the new hospital or whatever, it is discipline that we have brought to bear on this project, because it is so complicated.

Chief Officer, to Chief Minister and Political Oversight Group

Tim Rogers completed the Incorporation Programme post implementation review, and attached is the final report closing down the project. The report demonstrates the project complexity, delivered and under budget, and huge success in achieving Incorporation of the Ports, something that many felt was unachievable when we started this journey

CASE STUDY: SMALL BUSINESS AND GDPR

TASK: Support Small Businesses with guidance and tools for GDPR.

ROLE: My role as consultant was to advise, guide and support necessary changes for the organisation to be ready for and compliant with the new GDPR regulations.

ISSUES:General Data Protection Regulation [GDPR)} affects all organisations holding personal data. is a need to develop the policies, procedures and guidelines to ensure that people, process and technology all work together to keep personal dataprivate, safe and secure.

ACTION:Set-up a series of meetings to understand the business and support necessary actions to achieve GDPR compliance. Key Elements [1] Education and Awareness  [2] Data Mapping  [3] A Records Management & Retention  Policy  [4] Risk Assessment  [5] Subject access request  [6] Data beaches and reporting  [7] A Data Protection Policy  [8] An Information Security Policy  [9] Processor/Controller Agreements  [10] A Privacy Notice

OUTCOME:A series of tools, templates, training and guidance to safeguard data and help ensure compliance with the law.

TESTIMONY:
I think yesterday went very well –in fact I think it is the best £70 we have spent for a while. The reason I say this is because you have given us some very practical pointers which we feel is relevant to our business –others have simply bamboozled us with high tech tools and tried to scare us into purchasing them Truusje Gamlin -Hollcameron

From the outset Tim's style, manner and pragmatic approach distinguished him from other consultants.For one, he was deeply knowledgeable and enthusiastic about the topic and we had a real sense of being supported by someone with a clear focus on achieving our objectives.Tim was happy to adopt our chosen preference for one to one engagement and desire to address the detail of the practical implications.He was able to distil complex matters into readily understandable actions.Our lasting impression of Tim's work with us is one of ease of communication, total commitment and a reassuring knowledge of the subject matter. Stephen Eldred CommunitySavings


CASE STUDY: SME GROWTH

TASK: Support growth of Tech Business (reviewing people, process, technology and product proposal) following significant investment.

ROLE:Project Director/Consultant

ISSUES:The organisation is a Jersey-based business selling medical billing software to GPs and Private Practices in the UK. Their challenge has been to scale-up the business from 100 clients to a target of 3000 within 36 months. This required a review of people,process and technology to maintain or reduce the cost base and significantly increase the productivity and pace, sufficient to meet growth and income targets.

ACTION:Working with team leaders we identified both the key processes and their ownership, andKPIs. This lead to some structural changes in reporting lines, roles and responsibilities. Through a series of workshops we standardised and streamlined key processes and improved procedures + documentation. Key areas of improvement included.. DEVELOPMENT–speed-up the development programme, rationalising the steps and brought clarity to the product road-map and priorities SALES –speed-up the sales process and improved the success rate by better use of data and scripts etc. TRAINING –reduced the training time and increased profitability by separating core from value-added services HELP/SUPPORT –rationalised the helpdesk and routed calls more effectively using better self-help, prioritisation and escalation DEPLOYMENT –improved the deployment time and improved the success rate by better use of version control and knowledge base FINANCE –improved cash flow and profitability by rationalising discounts and tightening contract terms and payment periods

OUTCOME:Ultimately it made sense not to sell from Jersey into UK but to licence the product. The product then called MediBooks [Link 1] is now called Egton Billing [Link 2] and is featured in Digital Jersey Case Studies [Link 3]Link1 http://www.tsgi.co/medibooks.html]Link2 https://www.egton.net/all-services/egton-billingLink3 https://www.digital.je/case-studies/total-billing-solutions

CASE STUDY: DATA PROTECTION IN CARE HOME

TASK: Support Care Home with guidance and tools for GDPR.

ROLE: My role as consultant was to advise, guide and support necessary changes for the organisation to be ready for and compliant with the new GDPR regulations.

ISSUES:General Data Protection Regulation [GDPR)} affects all organisations holding personal data. For a Care Home this includes staff, residents, family members, visitors and others including District Nurse, Curators etc. There is a need to develop the policies, procedures and guidelines to ensure that people, process and technology all work together to keep personal data (and especially medical/clinical data) private, safe and secure.

ACTION:Set-up a series of meetings to understand the business, the people, the processes and the data flows. Key steps [a] Meet the people and understand the business [b] Meet discuss, review and report on “Residents” [c] Meet discuss, review and report on “Finance and Admin” [d] Review and discuss the draft reports and agree a Final Report + Actions [e] Support the organisation with the necessary changes.

OUTCOME:A series of tools, templates, training and guidance to safeguard data and help ensure compliance with the law. Hopefully also learning, understanding and confidence in delivering great service and care to the Residents of the Care Home. This is essential to trust and support of staff, residents, family members etc.

TESTIMONY:Tim was good at spending time with the Care Home and being careful  to keep advice practical and simple and avoid over complicating the issues. He is passionate and really good at understanding all the issues and then being very careful about how these were presented back to the business. At each step he would check to make sure everyone was happy before moving on to the next step. He was also really encouraging to support rather than “take-over” which greatly helped. Richard Rolfe 2018

CASE STUDY: DATA PROTECTION

TASK: Support Association of Jersey Charities and Jersey Community Partnership with guidance and tools for GDPR.

ROLE:Business Analysis / Consultancy

ISSUES:In 2018 Charities are facing a number of challenges... [1.] A new Information Commissioner Office and GDPR [2.] e-Privacy and guidance is being updated [3.] A new Children’s Commissioner [4.] Changes to Jersey's regulation of Health and Social Care [5.] TheStates are encouraging organisations to Cyber Essentials, and it is probable that this will be a conditional precedent to doing business with the States or receiving funding. Working with Association of Jersey Charities and Jersey Community Partnership provided support and guidance on GDPR, in the context of the above. For example not just looking at the data protection issues, but providing a broader and integrated approach to governance, accountability, transparency and control.

ACTION:Key steps [ 1. ]Meetings with Association of Jersey Charities and Jersey Community Partnership to agree need, scope and approach [ 2. ] Workshops with representative charities to understand challenges, issues and requirements [ 3. ] Create basic tools, templates and guidance based on the feedback from representative charities and other work with Community Savings, Caring Cooks and Les Houmet Car Home. [ 4. ] Presentations to 110 members of Association of Jersey Charities to encourage and support collaborative and integrated approach to addressing common issues [ 5. ] Set-up social media campaign providing education and guidance via blogs, articles and twitter [ 6. ] Set-up Question and Answer service sharing answers and detailed guidanceon key issues

OUTCOME:A series of tools, templates, training and guidance for members of Association of Jersey Charities and Jersey Community Partnership. These useful to ensure compliance with GDPR, but more importantly (for a sector worth 80 million and serving some of the most needy in the community) strong governance and control resulting in data being private, safe and secure. This is essential to trust and support.

CASE STUDY: ACQUISITION PROGRAMME

TASK: Set-up and manage an acquisition programme and post-acquisition integration tasks for IT business

ROLE:Project Manager/Consultant

ISSUES:Following an investmentof USD 20 million the organisation was seeking to grow by acquisition and the requirement was to set-up and manage a series of work-stream for the post-acquisition tasks including integration of people, process and technology.

ACTION:Set-up the project role, goals, controls and then co-ordinated and managed project execution for the following. LEGAL & REGULATORY; All legal, contractual work relating to acquisition / transfer of people, clients, suppliers, agreements, contracts, services. This to include necessary local and foreign regulatory issues (e.g. JCRA, Regulators etc.) HR AND STAFF; All HR related work including, contracts, handbook, on-boarding staff, culture, training, skills development, skills matrix SERVICES; All service related work to align with organisation, upload of contracts, products, services, pricing, helpdesk data, billing data, necessary documentation, guidance and training of staff on processes and technology FINANCE; All finance and accounting work including nominal ledges, etc., integrationof accounts, set-up of reports (incl regulatory reporting ) COMPLIANCE; All matters relating to ISMS, QMS, SOC, ISO etc., necessary to maintain "their" and "our" standards and to plan the integration and harmonisation over agreed timetable. MARKETING; Allmarketing including necessary branding (of premises, property, kit) and communication (to customers, suppliers, markets etc.) CULTURE COMMUNICATIONS; All matters relating to culture and communication for "them" and "us" (both will have to make changes) and how the organisation integrate and work together

OUTCOME:Using a common-sense approach to project (tasks) and change (people & process) management, successfully completed acquisitions in Channel Islands, Luxembourg and North America, with a clear road-map of tasks and responsibilities and were making progress in the right direction.

REFERENCES:https://calligo.cloud/ams; https://calligo.cloud/3peaks; https://calligo.cloud/fusion

CASE STUDY: ORGANISATION CHANGE

TASK: Review of the Governance Arrangements (primary, secondary and third-sector voice) for Health and Social Care in Jersey

ROLE:Business Analysis / Consultancy

ISSUES:The Council of Ministers asked The Minister for Health and Social Services to review the governance arrangements for Health and Social Care, to ensure that Jersey has the best Health and Social Care system for the future. The review, which is part of the States of Jersey’s reform of the public sector, is looking at how different health and social care systems across the world are organised and will establish what can be learnt from other jurisdictions and enable the best solution to be found for Jersey.

ACTION:As HSSD Governance Review Project Director oversaw the initial establishment of the Project: Including set-up, initiation and management, including successful funding bid and ran the day-to-day management. The project included procurement of external advisors and management of the Project’s Steering Group meetings and papers, outputs and actions. The project also included significant consultation and engagement exercise with a number of health and social care stakeholders.

OUTCOME:Identified a number of different health and care systems from around the world which have been considered by a broad range of health and social care stakeholders in a significant consultation and engagement exercise to evaluate the best models for Health and Social Care and their suitability for Jersey.

TESTIMONY:I worked with Tim Rogers on the review of the governance arrangements for Health and Social Services in Jersey. Tim was the Project Manager from January –August 2017 and was responsible for the co-ordination of the review, administration of all external contracts with suppliers including KPMG and the day-today programme management. The review involved a broad consultation and engagement with a number of stakeholders in health and social care. Tim was an excellentproject manager with meticulous attention to detail, in-depth knowledge of the systems and processes of the States of Jersey and an understanding of the stakeholders with an interest in the review. Claire Austin (2016)

CASE STUDY: BUSINESS PROCESS IMPROVEMENT

TASK: Review of staff on-Boarding and Training to improve the experience and provide support for them to grow personally and professionally.

ROLE:Project Manager/Consultant

ISSUES:The organisation was going trough rapid growth. In the past people would arrive one-at-a-time and their documents and induction could be managed with a spreadsheet and a check-list. The more rapid recruitment, plus growth by acquisition meant that the oldprocesses where not scalable.

ACTION:Working with the organisation I looked at the step-by-step process and identified the key documents and actions on a time-line from interview, through vetting and contract to appointment and then at 1 week, 1 month, 3 months, and end-of-probation. We discussed the pros and cons of building a bespoke HR system to meet our needs. We also reviewed the option of buying a standard off-the-shelf HR system that could be quickly configured to suit our needs. The former meant directing internet resources to ostensibly reinvent-the-wheel whereas the latter presented a cost and the need to align our processes to fit the HR standards.

OUTCOME:The work done to establish the steps, documents, and reporting needs established the business requirements which ostensibly became the specification for delivery. The problem was seen as a process/technology issue and the solution was managed by developing bespoke in-house document automation for contracts and paperwork. The HR elements thatfall outside recruitment (e.g. appraisal, training, pay and rewards, records, GDPR & data protection ) have been identified and will be addressed in the future.

CASE STUDY: OFFICE MOVE

TASK: Relocation Of Visit Jersey [Tourism Information Centre]

ROLE:Project Manager

ISSUES:PREMISES MOVE COMPRISING [1] Office furniture [office and retail furniture and fittings] [2] Office systems [IT, telephones, email] [3] Office infrastructure [power, internet, plumbing, carpentry, lighting] [4] Office literature and branding and signage [5] Recruitment and training of new people [6] Communications, branding and publicity [7] Move logistics [8]

ACTION:PROJECT MANAGEMENT COMPRISING [1] Meetings [2] Planning [3] Coordination [4] Budgets [5] Stakeholders Management [6] Supplier Management

OUTCOME:Delivered on-time, on-budget and to-specification

TESTIMONY:Tim Rogers was appointed project leader for the relocation of the old Tourist Information Centre in February 2016.The project Tim had undertaken involved the three-way partnership between Visit Jersey, Jersey Heritage & Ports of Jersey in relocating the TIC within Jersey Museum. Tim was responsible for the relocation which had a strict deadline. During this project Tim always showed total attention to detail and accuracy in all aspects ofhis role.In conclusion, I have no hesitation in recommending Tim Rodgers a project manager and would wish him every success Oliver Archbold Head of Information Services (2016)


CASE STUDY: LEAN PROCESS / BUSINESS IMPROVEMENT

TASK:Rationalise IT helpdesk to make it more efficient and effective, providing faster and better solutions at less cost.

ROLE:Project Manager/Consultant

ISSUES:There was a misalignment between customer expectations, what the contracts say, the services provided, and what the helpdesk could actually provide. The helpdesk was often being used to provide on-demand training or advice which was beyond contract. Moreover the lack of a standard-product and standard-deployment, and supporting documentation and training meant that providing technical support was very difficult and frustrating. Often fixing one problem would create another. Customers were unclear of their role and responsibilities with the result that there was a lack of co-ordination and control over changes that would impact service delivery.

ACTION:My first step was to examine the helpdesk calls and understand the types of problems and impacted customers. My next step was to review contracts and prices to understand the services, standards, supplier and customer obligations. Next I looked at the IT system and helpdesk process to see if this flowed, so as to make it easy to support the client, product, service, issue and resolution. Then I looked at how the organisation deployed documentation and training to clients, which is essential to their proper use of the product and self-help. This culminated in a series of observations and recommendations, notably around the need to revise and update and standardise products, contracts, documentation and the approach to deployment, training and support.

OUTCOME:A more efficient helpdesk, with focus (streamlined products, less variety and confusion) better answers (better documentation & knowledge base) and less cost (avoid wasted time). A by-product was also the review of contracts and changes to deployed documentation and training for clients.

TESTIMONY:“Tim’s passion and commitment has helped drive through anumber of process improvements. He regularly seeks to challenge the norm, is innovative in his thinking and actively seeks to help others identify solutions to issues and problems across all business functions. Tim is a pleasure to work with and someone Itrust to deliver."

CASE STUDY: LEAN PROCESS / BUSINESS IMPROVEMENT

TASK:Project manage review of infrastructure operations, identify areas for improvement and manage implementation of improvements

ROLE:Project Manager/Consultant

ISSUES:Infrastructure operations was under resourced with a few technical experts and insufficient staff. Managing day-to-day maintenance, upgrades, patching was difficult. However the additional work required to understand and achieve standards like ISO27001, ISO9000, SOC2-type1 and SOC2-type2 was unachievable with current resource. Additionally the lack of technical expertise elsewhere in the business meant that they often called upon the Infrastructure operations team for support, further undermining the ability to support Infrastructure.

ACTION:Looked at how to reduce demands upon Infrastructure operations, for example improve the other teams abilities so that they didn't call-upon Infrastructure operations. Looked at the variety of products and services and made recommendations to standardise and streamline a smaller product set with a view to being expert and in-control rather than always trouble-shooting and researching endless possibilities. Then sought to review the staffing and the approach to education.The key challenge being whether the organisation should be CLIENT FOCUSSED (understanding banking, trust, commerce, retail) or SERVICE APPROACH (the business will research, report, recommend and support what-ever you choose) or PRODUCT APPROACH (the business is expert at ABC and doesn't do XYZ) Once the decision is made all our staff, training, documentation should align. Also looked at impact of marketing strategy: whether to go for retail high-maintenance and low-profit customers or wholesale, low-maintenance and high-profit customers. The choice impacts the approach to Infrastructure operations and the balance of responsibility between supplier and customer.

OUTCOME:Following some role changes, progressed towards reviewing the contracts and the new definitions of which products and services are supported. Also looked to increase use of technology to allow customers to self-service. A significant decision was to become an infrastructure re-seller, greatly reducing the demands upon the in-house Infrastructure operations team. By the end of my engagement the business had greater clarity of issues and resolutions although not all the recommendations had yet been implemented.

CASE STUDY: BUSINESS ANALYSIS

TASK: Energy Saving Review of systems and behaviours to reduce electricity bill of £2million and boost environmental credentials.

ROLE:Business Analysis / Consultancy

ISSUES:The organisation has an electricity bill of £2million. However because everybody uses electricity and nobody owns electricity there was no responsibility or accountability for the bill or drive to reduce costs or create efficiencies.

ACTION:Key steps: [1] Took a top-level look at electricity usage across the business from big infrastructure to small office consumption and worked with people passionate about environment and ecology to create a series of big projects and small initiatives. [2] Big projects substantially looked at solar, grey-water and CHP technologies [3] Big small initiatives substantially looked at LED lighting, and education to get people to switch-off items when not in use. [4] Worked to gain controls over electricity usage by reviewingthe metering systems for the organisation in an attempt to understand consumption zone-by-zone and department-by-department [5] Also reviewed electricity usage of customers who use business services and who ostensibly should be paying for heat, light, electricity but frequently are not because of errors of admin, finance or metering systems. [6] Progressed a major capital project replacing floodlighting systems, which saved a lot of money. [7] Progressed a review, report and recommendations on metering systems to establish a better method for re-charging and revenue protection.

OUTCOME:Better awareness of environment and ecology issues and reduction in electricity usage across the business. Better awareness of re-charging and revenue protection.

TESTIMONY:Tim Rogers led a number of energy saving initiatives as part of a drive to reduce costs. This included some analysis and review of electrical and utility metering, costs and charges. As part of this we undertook a review to rationalise the various metering systems for the harbours and airport both on land (buildings) and water (berths).The project identified a number of cost saving and commercial opportunities which we hope to take advantage of. In addition to this, Tim co-ordinated the delivery of a complex and detailed requirements document for the replacement of the current system. The combination of these works has equipped us to move forwards with confidence to deliver enhancements to our energy use, monitoring and charging systems SLeL (2016)

CASE STUDY: PROJECT COMMUNICATIONS FOR AQUISITION PROGRAMME

TASK: Delivery of key business tools through definition of requirements options analysis, communication, co-ordination and collaboration.

ROLE:Project Manager/Consultant

ISSUES:The organisation was going through unprecedented change and growth and whereas in the past vision, mission, communication, projects, and business performance could easily be discussed around a large table the rapid recruitment, plus growth by acquisition meant that the old processes where not scalable.

ACTION:Reviewed what key mission, communication, projects, and business performance information needed to be shared and the best tools for achieving this. Set-up the roles, goals, controls for the project.Worked with leadership to agree the information the organisation wanted to share. Used a series of workshops to build a coalition of contributors. Worked through the steps, requirements, solution design, options evaluation and product selection. Managed project delivery, including design, build, deploy, test and training. Used a series of workshops to build a coalition of contributors.

OUTCOME:The result was as an integrated tool for intranet communications, project and programme reporting and support for acquisition programme. The project was delivered on-time, on-budget, to-specification and was used as one of the case studies for the ISO audit of best practice in project delivery

CASE STUDY: BUSINESS ANALYSIS

TASK: Business Analysis and Procurement for the replace for business operations database (controlling processes, customer, suppliers, information and billing)

ROLE:Business Analysis / Consultancy

ISSUES:The Ports Operational Database is used for sharing critical information both internally (such as slot times , baggage belt, stand information), and externally (passenger gate information ). It is also used for billing and flight information purposes, as well as CAA Reporting. It is intended that the replacement Operational Database is extended to serve Harbours and replace their spreadsheets and Charts System which are used for billing and shipping information purposes

ACTION:As Project Manager / Consultant [ 1. ] Advised on Project Set-Up, including composition, initiation and governance [ 2. ] Guided consultation and engagement to inform User Requirements [ 3. ] Provided Project Oversight and Updates [ 4. ] Advised on procurement and contract risk [ 5. ] Advised on project risk

OUTCOME:The Ports Operational Database is ostensibly an infrastructure project. However through the guided consultation and engagement Ports were able to identify opportunities to streamline processes (saving costs) and create income opportunities by taking advantage of new opportunities to use data in a more commercial way.

TESTIMONY:Tim Rogers is the project manager for the replacement of Ports Operational Database. This is a key component of Jersey Ports, responsible for the management and co-ordination of boats, plans and passengers as well as information for the public, key partners and regulators. Tim’s role has been to lead the project supporting the user requirements and procurement phase. The project is on-going and due for completion in 2017. AM (2016)

Wednesday, 6 May 2020

CASE STUDY: SET-UP OF PROGRAMME MANAGEMENT OFFICE FOR THE CHANNEL ISLANDS CO-OPERATIVE SOCIETY



PROJECT
The Channel Islands Cooperative Society (CICS) operates grocery stores in Jersey and Guernsey as well as fuel forecourts, pharmacies, funeral services and travel agencies. CICS engaged Adapt Consulting (Tim Rogers) to work with the Strategy Manager to design and deliver a new Programme Management Office function to support the delivery of change across the business.

OUTCOME
The new Programme Management Office provides support with strategy development, business planning, project delivery, training for project teams and improved project governance and reporting. Tim Rogers also provided practical support to project managers, including guidance on tenders, procurement, contracts and supplier management to help them deliver their projects.

BENEFITS
The significant benefit for CICS has been the development of improved project management skills and enhanced project governance.

TESTIMONY
Tim's style, manner and pragmatic approach has been very valuable. He has helped us to implement simple, yet robust project management processes and governance. His commercial knowledge combined with PRINCE2, Scrum, and Agile has been useful to create an approach which works for our business. His contribution will have a positive and lasting effect on the way we work as a team.


If you want help with projects, programmes and strategy implementation get in touch.

TimHJRogers
AdaptConsultingCompany com
Mob 447797762051
Twitter @timhjrogers
people projects change leadership lean scrum agile




Monday, 27 April 2020

MAKE THE NEW NORMAL = HAPPINESS


At a time when so many people appear to be stressed-out and anxious aside from the benefits of routine and habit to gaining control over your day, yourself, you mind and your wellbeing here are 10 Best Ways to Increase Dopamine (happiness ) Levels Naturally

Dopamine is one of the “feel good” chemicals in our brain. Interacting with the pleasure and reward center of our brain, dopamine — along with other chemicals like serotonin, oxytocin, and endorphins — plays a vital role in how happy we feel. In addition to our mood, dopamine also affects movement, memory, and focus.

1. Eat Lots of Protein
2. Eat Less Saturated Fat
3. Consume Probiotics
4. Eat Velvet Beans
5. Exercise Often
6. Get Enough Sleep
7. Listen to Music
8. Meditate
9. Get Enough Sunlight
10. Consider Supplements

REFERENCE
https://www.healthline.com/nutrition/how-to-increase-dopamine

Tuesday, 21 April 2020

COACHING GREATER EXPECTATIONS AND HIGHER PERFORMANCE

COACHING GREATER EXPECTATIONS AND HIGHER PERFORMANCE

A coach, manager or leaders expectations can affect the performance of their teams.

The first psychologist to systematically study this was a Harvard professor named Robert Rosenthal, who in 1964 did a wonderful experiment at an elementary school south of San Francisco.

The idea was to figure out what would happen if teachers were told that certain kids in their class were destined to succeed, so Rosenthal took a normal IQ test and dressed it up as a different test.

It was a standardized IQ test, Flanagan's Test of General Ability, he says. But the cover we put on it, we had printed on every test booklet, said 'Harvard Test of Inflected Acquisition.'

Rosenthal told the teachers that this very special test from Harvard had the very special ability to predict which kids were about to be very special that is, which kids were about to experience a dramatic growth in their IQ.

After the kids took the test, he then chose from every class several children totally at random. There was nothing at all to distinguish these kids from the other kids, but he told their teachers that the test predicted the kids were on the verge of an intense intellectual bloom.

As he followed the children over the next two years, Rosenthal discovered that the teachers' expectations of these kids really did affect the students. If teachers had been led to expect greater gains in IQ, then increasingly, those kids gained more IQ, he says.

But just how do expectations influence IQ?

As Rosenthal did more research, he found that expectations affect teachers' moment-to-moment interactions with the children they teach in a thousand almost invisible ways. Teachers give the students that they expect to succeed more time to answer questions, more specific feedback, and more approval: They consistently touch, nod and smile at those kids more.

It's not magic, it's not mental telepathy, Rosenthal says. It's very likely these thousands of different ways of treating people in small ways every day.

APPLYING SCHOOL PSYCHOLOGY TO THE WORPLACE

People respond to praise or criticism whatever their age and a shift from command and control telling (which is often met with defence or resistance) toward a more coaching and collaborative style (which encourages the team-member to come up with ideas and take responsibility for the problem) can and does work in the workplace.

It can be very hard to control your own thinking, values, beliefs and assumptions and the inevitable impact that they have on other people. This is why coaches, leaders and managers need coaching. Even psychotherapists need psychotherapy before they can practice so as to be able to manage their own thinking and remain objective when working with clients.

If you want to more towards a coaching approach a good first step would be to find a coach, mentor or buddy who can give you honest feedback. If you are able to record or video meetings and reflect on the play-back that can be really helpful. Ideally if you have an open dialogue with the team you can use 360 feedback to help everyone improve.

One of the significant elements of scrum is the use of self-coordinated teams and the emphasis on retrospective meetings at the end of each delivery phase to both look at improvements in product or service delivery, but more importantly about how the team worked and what processes or behaviours will improve team working in the future.

The great strength of this approach is that the proposed processes or behaviours can be employed in the next (2 weekly?) delivery phase allowing for rapid feedback, review and improvement providing constant learning and growth.

7 WAYS COACHES AND LEADERS CAN CHANGE EXPECTATIONS

Watch how each team member interacts. How do they prefer to engage? What do they seem to like to do? Observe so you can understand all they are capable of.

Listen. Try to understand what motivates them, what their goals are and how they view you, their classmates and the activities you assign them.

Engage. Talk with team members about their individual interests. Don't offer advice or opinions just listen.

Experiment: Change how you react to challenging behaviours. Rather than responding quickly in the moment, take a breath. Realize that their behaviour might just be a way of reaching out to you.

Reach out: Know what your team members like to do outside of work. Find both individual and group time for them to share this with you. Watch and listen to how skilled, motivated and interested they can be. This type of activity is really important for team members with whom you often feel in conflict or who you avoid.

Reflect: Think back on your own best and worst coaches, bosses or supervisors. List five words for each that describe how you felt in your interactions with them. How did the best and the worst make you feel? What specifically did they do or say that made you feel that way? Now think about how your team members would describe you. Jot down how they might describe you and why. How do your expectations or beliefs shape how they look at you? Are there parallels in your beliefs and their responses to you?

Friday, 17 April 2020

REVIEWING WHAT IT MEANS TO BE EXCELLENT

The Business Excellence, Malcolm Banbridge and EFQM models have been around for a long time now, but that have always been a favourite of mine because they address the fact that excellence is not about being good at one thing, but achieving a balance across the business.

Using an analogy from my days as a Commonwealth Games Triathlete: I would not be much of a Triathlete if I was excellent on the bike and terrible at swimming and running.

The same is true in business and despite the huge sums of money spent on management and leadership perhaps do not compensate for weaknesses elsewhere which a simple diagnostic can reveal.

IS CULTURE IN THE PEOPLE OR THE PREMISES?

We would all recognise that an organisations people form its culture and many of us are thinking about how peoples reactions to the Coronavirus will affect business and indeed the national culture.

On this basis each change of people, new recruits entering and others leaving will change the culture. But it is also true that if we are what we repeatedly do (Aristotle) then process has a role in culture.

Indeed process (either formal or informal) may codify and set culture and so when we look at the balance of people, process and technology in models like EFQM perhaps we need to re-examine process and how that shapes and directs management and leadership.

Additionally, I believe premises can also affect culture: Our collective mood is different in lock-down and working from home from what it would be working in the office. It is obvious and true that work in an area of 10 x 10 in a deck chair, in a cage, with no windows or with no roof will obviously affect us. This is why some organisations invest so heavily in the working environment with ideas such as kitchens, table tennis, bean bags and even colour choices to engage us.

So indeed, there are many ingredients which in different combinations create different results. Perhaps what is needed it to reappraise what is in our kitchen cupboards and what we would like to create.

A TIME TO REFLECT AND RESET

Below is a sample of the questions in the self-assessment evaluation. If you would like to try our diagnostic tool get in touch.

Leadership
1Are all the senior managers personally involved and visible in generating and communicating a strategic statement for the purpose, direction and culture of the organisation (including its quality values and priorities)?
5Are all the managers taking actions to meet with customers, suppliers and others outside the organisation and be actively involved in promoting partnerships and improvement initiatives with them?
Policy and Strategy
1Does your organisation use widespread and appropriate data inputs to develop its strategy and business plans and does this data include the performance, customer requirements and satisfaction, competitor and benchmark data?
4is there good evidence that the organisation has the ability and methods to recognise when to change its strategies, policies, markets and offerings - even if the CEO of the organisation were to depart?
People
1Are the people plans (e.g. hiring, training, development) directly derived from the needs of the strategic plans and goals and capable of ensuring that plans and goals will be achieved
5Are people's effort in generating improvement and contributing to the organisation's success recognised values and rewarded comparably to other factors (e.g. sales commissions, length of service, qualifications)?
Partnerships and Resources
1Are Partnership relationships developed through a proactive and structured approach and do these partnerships identify and achieve extra opportunities in products, services, markets and financial performance?
5Is there a routine method for ensuring that alternative and new technologies are developed and implemented, and the use of intellectual property and knowledge optimised in order to gain and advantage on both products and services?
Processes
1Does your organisation have a system to ensure that all activities used to produce products or services operate and are controlled, to the prescribed standards or requirements (e.g. through the use of ISO9000 and ISO 14000
7Are the support (backroom) activities (e.g. accounts, IT, despatch, data processing, personnel, legal and secretarial) documented, controlled and continuously improved to al least the same level as the main product and service activities?
Customer Results
1Does your organisation evaluate its management of the customer relationship through relevant measures that predict trends or influence customer satisfaction and loyalty such as response accuracy and timeliness, returns, lost customers, customer gains, warranty claims, complaints, and praises etc., and which effectively predict the likely trends in customer loyalty?
9Can your organisation show that the results of surveys are always effectively used to improve the products or services it provides?
People Results
1Does the organisation regularly measure and evaluate aspects which predict trends or influence people satisfaction and morale such as absenteeism, sickness, staff turnover, early leavers, levels of training, internal promotions, accident levels, recognition levels, grievances and does it act on the results?
5Are the results (particularly the actual perceptions of people satisfaction) generally showing an improving trends or sustained high level and can they be shown to be comparable with equivalent organisations and other benchmarks?
Society Results
1Can you demonstrate that your organisation has achieved results preventing or reducing harm or nuisance to neighbours and the general environment, on conserving and protecting global resources (e.g. energy, recycling, waste) and on positively contributing to the community (charitable, education, sports and leisure, leadership in professional matters)?
3Can the organisation show , through results of surveys or other mean, that neighbours and society in general think highly of them and that their reputation is improving?
Key Performance Results
1Do the results of your organisations key financial and non-financial outcomes(e.g. profits, margins, market share etc.) show an improving trend?
7Are the results of the support and administration on activities (e.g. IT planning, legal, security, accounts) showing an improving trend and can they be shown to be comparable/better than other organisations?


Sunday, 29 March 2020

THE IMPACT OF CORONAVIRUS ON MEANING AND PURPOSE

We are very often defined by what we do. We do not say he or she does accountancy we say they are an accountant. We even define ourselves by what we do. We would not say I do triathlon, but we might say I am a triathlete.

So what happens when what we do or our ability to do it fundamentally changes? How does this affect us and our identity?  How does Coronavirus, lock-down and home-working impact upon our meaning and values?

SOME THEORY

William Bridges wrote about his life and value changing experiences, developing a transition model, when he retired from work. In short, the model identifies three stages people go through as they gradually enter and accept the new organisational landscape. The model mainly focuses on psychological change during the transitions between each stage.

Elisabeth Kbler-Ross in her 1969 book talked about the stages of grief. This has been recognised by many as equally applying to our reaction to change.

Denial  The first reaction is denial.
Anger : When the individual recognizes that denial cannot continue
Bargaining : The third stage involves the hope that the individual can avoid the situation
Depression : "I'm so sad, why bother with anything?"
Acceptance : "It's going to be okay." "I can't fight it I may as well prepare for it."

Viktor Frankl argued that we cannot avoid suffering but we can choose how to cope with it, find meaning in it, and move forward with renewed purpose. Frankl's theory-known as logotherapy, from the Greek word logos ("meaning")-holds that our primary drive in life is not pleasure, as Freud maintained, but the discovery and pursuit of what we personally find meaningful.

Julian B. Rotter in 1954, came up with the concept of a Locus of control: The degree to which people believe that they, as opposed to external forces (beyond their influence), have control over the outcome of events in their lives

Stephen Karpman suggested in the Drama Triangle that we get to choose a role.

The Victim: The Victim's stance is "Poor me!"
The Rescuer: The rescuer's line is "Let me help you."
The Persecutor: (in this case Coronavirus, or Government or Conspiracy)

OK THATS THE THEORY  WHAT DOES IT MEAN?

Many people are valued for what they do rather than who they are. This is partly western culture and as much about how we valued ourselves as how society or employers value us. Under these circumstances being sent home with not enough to do may impact our sense of self-worth. The uncertainty, plus lack of control may create anxiety.

A lack of tasks or content in our day may create boredom or distress which we can resolve by filling with activity which may be constructive (hobbies or chores around the home) or destructive (excessive drinking, eating or social media). Being jobless (or simply without enough work to do) may make us feel useless and thus meaningless leading to depression, aggression or addiction.

A remedy may be to change your mindset from being without work to being on holiday. With a new angle of perception, we may find better pastimes to pass the time. Or to change our role within the existing context from Victim to Rescuer and take part in any of the voluntary on-line or off-line efforts to help people.

Frankl argued that we cannot simply be happy, any more than we can snap out of being depressed. The challenge instead is to find meaning, a reason to be happy: A cause (or a person) to serve.

My view is that it is better to be the captain of your ship rather than the crew of someone else and therefore better to pursue meaningful tasks to your own ends of none are forthcoming from your boss, spouse, family or community.

Irrespective of your view of fate or control, there may be moral obligation upon employers to find meaningful things for their colleagues to do. Not just for their occupation and mental health but also to maintain the link, loyalty and sense of belonging that is essential to a functioning community or a successful business.

GET IN CONTACT

If you to discuss these ideas or anything related to people, process or change please get in touch.

Tim HJ Rogers
Senior Consultant
Mob 447797762051
Skype timhjrogers
Twitter @timhjrogers

REFERENCES AND LINKS

William Bridges transition model
https://www.toolshero.com/change-management/bridges-transition-model/

Elisabeth Kbler-Ross stages of grief
https://en.wikipedia.org/wiki/K%C3%BCbler-Ross_model

Viktor Frankl
https://www.amazon.com/Mans-Search-Meaning-Viktor-Frankl/dp/080701429X

Drama Triangle
https://en.wikipedia.org/wiki/Karpman_drama_triangle

Locus of Control
https://en.wikipedia.org/wiki/Locus_of_control



Thursday, 26 March 2020

IF YOU ARE NOT IN SURVIVAL MODE YOU SHOULD BE IN PLANNING MODE



 Yesterday I wrote I had a series of very interesting meetings today about how the challenges of Coronavirus will impact the short-term (current health and social crisis), medium-term (business and economic crisis) and long-term (changes in vision, values, habits, behaviours and expectations)

Today I read this…

I’m clearly not the only one thinking that coronavirus will have implications for the long-term and for those who are not flat-out coping with the immediate crisis it may be worth investing your time to planning what the future may look like and getting ready for that.

The book Black Swan suggests that whilst it is difficult to predict, it is common sense to prepare.

The above referenced article make clear that food, medical and office work may significantly change. I agree. I have also observed that despite “working from home” people are struggling to utilise the tools for communication and collaboration but that will quickly change and become the new normal. Thereafter it will be difficult to go back.

Recent books that have influenced me include

How to Fix the Future – Andrew Keen
Utopia for Realists
Life 3.0
Everything by Yuval Noah Harari
Out of the Wreckage: A New Politics for an Age of Crisis - George Monbiot
WTF?: What have we done? Why did it happen? How do we take back control? - Robert Peston
The Culture Code: The Secrets of Highly Successful Groups - Daniel Coyle
Principles: Life and Work -

I value comments feedback or any suggested reading

TimHJRogers
AdaptConsultingCompany.com